P3M3 Self Assess Programme

7/28/2019 P3M3 Self Assess Programme

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P3M3 Programme Management

Sel-Assessment

www.ogc.gov.uk

Procurement | Programmes & ProjectsP3M3 v2.1 Sel-Assessment

Instructions and Questionnaire


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P3M3 v2.1 Sel-Assessment2

P3M3 Programme Management Sel-Assessment

Contents

Introduction 3

User Guidance 4

P3M3 Sel-Assessment Questionnaire 6

P3M3 Model Answers 17

Next Steps 20

P3M3 a Registered Trade Mark o the Oce o Government CommerceThe OGC logo is a Registered Trade Mark o the Oce o Government Commerce in the United Kingdom


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P3M3 v2.1 Sel-Assessment 3


Introduction

Sel-AssessmentP3M3 (Portolio, Programme and ProjectManagement Maturity Model) is an overarchingmodel containing three individual models:

Portolio Management Maturity Model (PM3)Programme Management Maturity Model (PgM3)Project Management Maturity Model (PjM3)

Although connected, there are no interdependenciesbetween these models which allows or independentassessment in any o the specic disciplines. For

example, an organizations programme managementcapabilities may be more evolved than its projectmanagement capabilities, so the project managementmodel can be used as a stand-alone tool whenlooking to improve that area.

Each model uses a ve-level maturity ramework andthe ve Maturity Levels are:

Level 1 awareness o processLevel 2 repeatable processLevel 3 dened processLevel 4 managed processLevel 5 optimized process

P3M3 ocuses on seven Process Perspectives,which exist in all three models and can be assessedagainst ve levels o maturity. The fexibility o P3M3allows organizations to review all seven ProcessPerspectives across all three models portolio,programme and project management but theycan also review just one (or several) o the ProcessPerspectives, whether across all three models or acrossonly one or two o them. This can be useul to gaina better understanding o an organizations overalleectiveness in, or example, risk management orresource management.

This sel-assessment tool should be read in conjunctionwith the P3M3 version 2.1 standard itsel and the OGCGlossary o terms. These can be ound at:

Sel assessment at www.p3m3-ofcialsite.comCommon Glossary at www.best-management-practice.com/Glossary-and-Acronyms

Use o the P3M3 Sel-AssessmentThe P3M3 sel-assessment can be used in many ways,or example:

to provide a basic introduction and overview o thescope o P3M3

to gauge the current level o organizationalmaturity in respect o portolio, programme and/orproject management

to gain an understanding o the key practicesin eective portolio, programme and projectmanagement processes

to identiy the key practices that need to beembedded within an organization or it toimprove process capability and achieve thenext Maturity Level

to understand and improve an organizationscapability to manage its portolio, programmes andprojects more eectively.

The P3M3 sel-assessment questionnaire is one oa number o alternative ways or an organizationto begin to explore the P3M3 model. It introducessome o the core concepts such as the ve MaturityLevels and seven Process Perspectives that are theoundations o the P3M3.

By completing the sel-assessment questionnaire,a relatively quick evaluation o the current

organizational maturity with respect to portolio,programme and/or project management is obtained.Do remember though, that sel-assessments tendto introduce a degree o optimism bias that is otenremoved through a acilitated assessment conductedby a competent third party.

The sel-assessment questionnaire may be usedas an introduction to the model and individuals incompleting the questionnaire are encouraged toexplore the P3M3 urther. It may also be used asperhaps a pre-cursor to seeking urther inormation,external consultancy, training or assistance on using

P3M3. Further inormation, including details o ormalreviews, can be ound on the ocial P3M3 website.

It should o course be recognised that the actualP3M3 model and in particular the Attributes -indicators o process and behavioural maturity,should be reerenced in drawing-up an improvementplan. The P3M3 model and knowledge o wherethe organization needs or wants to be positioned inuture, should underpin any subsequent improvementinitiatives and the P3M3 model and not simply thesel-assessment questionnaire should be the basis ocontinuous improvement initiatives.


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User Guidance

The sel-assessment consists o nine questions andalthough the sel-assessment is based on a ewquestions, it remains a powerul tool addressingboth process capability and providing insight into anorganizations Maturity Levels in respect o portolio,programme and project management.

In completing the sel-assessment, a decision needsto be taken on whether the scope will be limitedto a particular combination o portolio, and/or programme and/or project management. Forexample, an organization may wish to assess just

project management, or programme and projectmanagement. A second decision on scope is todetermine the boundary o the organization that isto be reviewed i.e. is it the whole organization or aparticular division or department alone?

The rst question relates to the overall organizationalmaturity levels. The aim in answering this questionis to ascertain which o the ve Maturity Leveldescriptions best describes the portolio, programmeand/or project management processes within theorganization. In answering this question, users areencouraged not only to amiliarize themselves with

the denitions o portolio, programme and/or projectmanagement within Chapters 3, 4, and 5 o theP3M3 respectively, but to amiliarize themselves withthe characteristics which constitute best practice.

The questionnaire then contains seven questions,one or each o the Perspectives contained withinP3M3 covering:

Management ControlBenets ManagementFinancial ManagementStakeholder Engagement

Risk ManagementOrganizational GovernanceResource Management

In completing the sel-assessment questionnaire,a user may elect to answer questions on a subseto perspectives that are perhaps o particular interestto the organization or refect the particular usersknowledge o the organizations processesand practices.

A description is presented or each perspectivecovering ve levels o maturity or portolio and/orprogramme and/or project management.

The user needs to simply decide which o theve descriptions most adequately refects theorganizations current capability.

In reading the descriptions, the user may concludethat the organization could be positioned withinperhaps two o the Levels. In such circumstances, theuser should review the specic Attributes associatedwith the Perspective Level descriptions within P3M3.There are usually c.10 attributes associated with eachPerspective Level and the user should review each othe specic Attributes in turn or the two Levels and

consider whether the specic attribute is true or alsein respect to current practice within the organization.By simply counting the number o armative specicAttributes within two Levels, a decision can be takenbased on the greater number o armative Attributes.In the unlikely case that the count is the samebetween two levels, then the organization shouldselect the lower Perspective Level.

The nal question, provides a cross-check on thestructural components i.e. between the individualperspectives and the overall maturity level orportolio, programme and/or project management.

It should be remembered that sel-assessment has atendency to result in some optimism bias and thatalthough by completing the questionnaire, one willhave indicative values o process capability and theoverall organizational maturity in relation to portolio,and/or programme and/or project management, itcannot be relied upon to the same extent as a detailedacilitated assessment carried out by a qualied,registered consultant.

Step-by-Step GuideThe ollowing steps provide a simple guide toaccomplishing a P3M3 sel-assessment.

The rst step, ater amiliarizing onesel with thegeneral scope o P3M3, is to decide on the intento the sel-assessment, the range o areas to becovered and the parts o the overall organizationto be included. For example, it may be the intentto limit the assessment to programme and/orproject management, or perhaps to look at (say)organizational governance and risk managementacross portolio, programme and projectmanagement, or to limit the scope to onedivision alone.


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The next step, having determined the scope o theassessment is to determine the most appropriateindividual(s) to complete the exercise. The sel-

assessment may be undertaken by: an individual, with knowledge o theorganizations portolio, programme and/orproject management processes and practices,as applicable

a group o people, either individually, or as ateam to arrive at a consensus

an internal or external acilitator, to identiykey individuals, e.g. Project Director, ProgrammeManagers, collating answers rom key personneleither individually or in groups and analysing the

response(s).Having decided upon the assessment scope, anddetermined the approach and who will contributeto answering the questionnaire, the assessment canbe completed, by reerring to the model answerssupplied. The most appropriate response rom themodel answer specication should be selected thatrefects the current process / practices within theorganization. Where a group o individuals haveprovided their answers, the leader o the review willneed to determine and agree a process or combiningthe individual scores. This might be the minimum

score, or some orm o averaging.

The penultimate step is to analyze the results o theassessment in the context o the organizations goalsor intent. For example, the sel-assessment may havebeen undertaken to provide a current baseline romwhich the ecacy o process improvement can bejudged; alternatively it may be used to help justiy thecase or investment in (say) programme managementmethods training.

The nal step, having analyzed the results o the sel-assessment is to consider and plan the next steps and

perhaps continue to improve portolio, programmeand/or project management within the organizationleading to improved eciency, quality and successuldelivery o the organizations initiatives.

Generic Approach to P3M3 Sel-Assessment

Decide Assessment Scope

Decide Approach

Determine Suitable Assessors

Complete Assessment

Analyze Assessment Results

Consider Next Steps


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P3M3 uses a ve-level maturity ramework and theve Maturity Levels are:

Level 1 awareness o processLevel 2 repeatable processLevel 3 dened processLevel 4 managed processLevel 5 optimized process

The descriptions and characteristics o the veMaturity Levels apply equally to each o the threesub-models Portolio, Programme and Project

Management. P3M3 recognizes that organizationsmay excel at project management without havingembraced programme management, or indeed viceversa. Similarly, an organization may be accomplishedin portolio management but immature in programmemanagement. P3M3 thereore allows an organizationto assess its eectiveness against any one or more othe sub-models independently. Although an overallP3M3 maturity rating cannot be given, since eachmodel is independent rom the others, gauging theoverall maturity o an organization is still possible byundertaking assessments under all three sub-models.

The rst question relates to the overall organizationalmaturity levels. The aim in answering this questionis to ascertain which o the ve descriptions givenbelow is the most accurate refection o the portolio,programme and/or project management processes.

P3M3 Sel-Assessment Questionnaire


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a

b

c

Organisation description

Processes are not usually documented; there are no, or only a ew, process descriptions.

Actual practice is determined by events or individual preerences, and perormance is variable.

Successul initiatives are oten based on key individuals competencies rather than organization-wide knowledge and capability and the organization is unable to repeat past successesconsistently. Such successes are oten achieved with budget and/or schedule overruns.

Processes are undeveloped or incomplete. There is little, i any, guidance or supportingdocumentation, and even terminology may not be standardized across the organization

e.g. business case, risk, issues, etc. may not be interpreted in the same way by all managersand team members.

The organization is able to demonstrate that basic management practices have been established

e.g. tracking expenditure and scheduling resources and that processes are developing. Thereare key individuals who have had suitable training and who can demonstrate a successul trackrecord and through them, the organization is capable o repeating earlier successes in the uture.

Initiatives are perormed and managed according to their documented plans; project status anddelivery is visible to management at dened points, such as on reaching major milestones.

The organization may still have inadequate measures o success; unclear responsibilities or achievement;

ambiguity and inconsistency in business objectives; lack o ully integrated risk management; limitedexperience in change management; and inadequacies in communications strategy.

Management and technical processes are documented, standardized and integrated to

some extent with other business processes. There is likely to be process ownership and anestablished process group with responsibility or maintaining consistency and delivering processimprovements across the organization.

Senior management are engaged consistently and provide active and inormed support.

There is likely to be an established training programme to develop the skills and knowledgeo individuals so they can more readily perorm their designated roles. A key aspect o quality

management will be the widespread use o peer reviews o identied products, to betterunderstand how processes can be improved and thereby eliminate possible weaknesses.

A key distinction between this and the previous level description is the scope o standards, processdescriptions and procedures. Processes will be managed more proactively and the standard processescan be tailored to suit specic circumstances, in accordance with explicit guidelines.

Tick the mostappropriate

description

Question 1: Our organization can be best characterised as having:


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P3M3 contains seven process perspectivesthat identiy the key characteristics o matureorganizations using portolio, programme and/orproject management to successully achieve strategicobjectives and priorities. The processes and practicesthat characterise a particular level o maturity withineach perspective are described.

The ollowing set o questions is intended toexamine the maturity associated with eacho the seven perspectives.

d

e

Organisation description

The organization demonstrates mature behaviour through dened processes that arequantitatively managed i.e. controlled using metrics and quantitative techniques. There is good

evidence o quantitative objectives or quality and process perormance, and these are beingused as criteria in managing processes. The measurement data collected is contributing towardsthe organizations overall perormance measurement ramework and acilitates portolio analysis

and ascertaining the current capacity and capability constraints.

Top management are proactively seeking out innovative ways to achieve goals.

Using metrics, management can eectively control processes and identiy ways to adjust and

adapt them to particular initiatives without loss o quality.

The organization is ocused on optimization o its quantitatively managed processes to take into

account changing business needs and external actors. It is able to anticipate uture capacity demandsand capability requirements to meet delivery challenges e.g. through portolio analysis.

Top managers are seen as exemplars, reinorcing the need and potential or capability and

perormance improvement.

The knowledge gained by the organization rom its process and product metrics will enable it tounderstand causes o variation and thereore optimize its perormance. The organization will be ableto show that continuous process improvement is being enabled by quantitative eedback rom its

embedded processes and rom validating innovative ideas and technologies. The organization will beable to demonstrate strong alignment o organizational objectives with business plans, and this willbe cascaded down through scoping, sponsorship, commitment, planning, resource allocation, risk

management and benets realization.

Tick the mostappropriate

description

Question 1: Our organization can be best characterised as having:


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Management ControlThis covers the internal controls o the initiative andhow its direction o travel is maintained throughout

its lie cycle, with appropriate break points to enableit to be stopped or redirected by a controlling bodyi necessary.

Management control is characterized by clearevidence o leadership and direction, scope, stages,tranches and review processes during the course othe initiative. There will be regular checkpoints andclearly dened decision-making processes. There willbe ull and clear objectives and descriptions o whatthe initiative will deliver. Initiatives should have clearlydescribed outputs, a programme may have a blueprint

(or target operating model) with dened outcomes,and a portolio may have an organizational blueprint(or target operating model).

Internal structures will be aligned to achieve thesecharacteristics and the ocus o control will be onachieving them within the tolerance and boundariesset by the controlling body and based on the broaderorganizational requirements. Issues will be identiedand evaluated, and decisions on how to deal withthem will be made using a structured process withappropriate impact assessments.

a

b

c

d

e

Programme Management

Programme management terminology is used by some members o the organization but not consistently and possiblynot understood by all stakeholders. Programmes are conducted and managed according to individual preerences.

The concepts o programme management will have been grasped by the organization, and there may be local

experts, such as experienced programme managers working on key programmes.

There is a centrally dened and documented approach to a programme management lie cycle and controls, and it isapplied in all programmes by capable sta who support programme teams.

Programme management is seen as a key tool or the delivery o strategic change objectives. Within the programme

environment the ocus is on improvement o delivery through measurement and analysis o perormance.

Management controls ensure that the programme approach delivers the strategic aims and objectives o the

organization. Acceptance o programme management as the optimal approach to strategic delivery isorganization-wide. There is evidence o continual improvement.

Question 2: Our management control is best described by:


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Benefts ManagementBenets management is the process that ensures thatthe desired business change outcomes have been

clearly dened are measurable and are ultimatelyrealized through a structured approach and with ullorganizational ownership.

Benets should be assessed and approved by theorganizational areas that will deliver them. Benetdependencies and other requirements are clearlydened and understanding gained on how theoutputs o the initiative will meet those requirements.There should be evidence o suitable classicationo benets and a holistic view o the implicationsbeing considered. All benets should be owned,have realization plans and be actively managed to

ensure that they are achieved. There will be a ocuson operational transition, coupled with ollow-upactivities to ensure that benets are being owned andrealized by the organization.

There will be evidence o continual improvementbeing embedded in the way the organizationunctions. This process will identiy opportunities

that can be delivered by initiatives and also takeownership o the exploitation o capabilities deliveredby programmes and projects. Change management,and the complexities this brings, will also be built intothe organizations approach.

a

b

c

d

e


There is some recognition that the concept o benets can be dierentiated rom programme outcomes.

Benets are recognized as an element within programme business cases. There may be some documentation regarding who

is responsible or particular benets and their realization, but this is unlikely to be ollowed through or consistent.

There is a centrally managed and consistent ramework or dening and tracking the realization o benets arising romprogramme outcomes.

Benets management is embedded within the programme management approach and there is a ocus on delivery obusiness perormance rom programme outcomes. Programme perormance metrics are collected and analyzed.

Benets management is embedded within the organizational approach to strategic change and is assessed as part o the

development o organizational strategies. Business perormance metrics are linked to, and underpin, the recognition obenets realization. There is evidence o continual improvement.

Question 3: Our benefts management is best described by:


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Financial ManagementFinance is an essential resource that should be a keyocus or initiating and controlling initiatives. Financial

management ensures that the likely costs o theinitiative are captured and evaluated within a ormalbusiness case and that costs are categorized andmanaged over the investment lie cycle.

There should be evidence o the appropriateinvolvement o the organizations nancial unctions,with approvals being embedded in the broaderorganizational hierarchy. The business case, orequivalent, should dene the value o the initiativeto the business and contain a nancial appraisal othe possible options. The business case will be atthe core o decision-making during the initiatives

lie cycle, and may be linked to ormal review stagesand evaluation o the cost and benets associatedwith alternative actions. Financial management willschedule the availability o unds to support theinvestment decisions.

a

b

c

d

e


There is little or no nancial control at programme level. There is a lack o accountability and monitoring o programmeexpenditure.

Programme business cases are produced in various orms and the better and more ormal cases will present the rationaleon which to obtain organizational commitment to the programme. Overall cost o the programme is not monitored orully accounted or.

There are centrally established standards or the preparation o business cases and processes or their managementthroughout the programme lie cycle. Programme managers monitor costs and expenditure in accordance withorganizational guidelines and procedures, with dened interaces with other nancial unctions within the organization.

The organization is able to prioritize investment opportunities eectively in relation to the availability o unds andother resources. Programme budgets are managed eectively and programme perormance against cost is monitoredand compared.

Programme nancial controls are ully integrated with those o the organization. Cost estimation techniques used at theprogramme level are continually reviewed in terms o actual versus estimate comparisons to improve estimation throughoutthe organization. There is evidence o continual improvement.

Question 4: Our fnancial management is best described by:


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Stakeholder EngagementStakeholders are key to the success o anyinitiative. Stakeholders at dierent levels, both

within and outside the organization, will needto be analyzed and engaged with eectively inorder to achieve objectives in terms o support andengagement. Stakeholder engagement includescommunications planning, the eective identicationand use o dierent communications channels, andtechniques to enable objectives to be achieved.Stakeholder engagement should be seen as anongoing process across all initiatives and one thatis inherently linked to the initiatives lie cycle andgovernance controls.

a

b

c

d

e


Stakeholder engagement and communication is rarely used by programmes as an element o the delivery toolkit.

Some programmes will be communicated to stakeholders, but this is linked more to the personal initiative o programmemanagers than to a structured approach being deployed by the organization.

There is a centrally managed and consistent approach to stakeholder engagement and communications used by all

programmes.

Sophisticated techniques are used to analyze and engage the programme stakeholder environment eectively, andquantitative inormation is used to underpin the assessment o eectiveness.

Communications are being optimized rom extensive knowledge o the stakeholder environment, to enable the programmesto achieve their objectives. There is evidence o continual improvement.

Question 5: Our approach to stakeholder engagement is best described by:


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Risk ManagementThis views the way in which the organizationmanages threats to, and opportunities presented

by, the initiative. Risk management maintains abalance o ocus on threats and opportunities, withappropriate management actions to minimize oreliminate the likelihood o any identied threatoccurring, or to minimize its impact i it does occur,and maximize opportunities. It will look at a variety orisk types, both internal and external, that aect theinitiative and will ocus on tracking the triggers thatcreate risks.

Responses to risk will be innovative and proactive,using a number o options to minimize threats andmaximise opportunities. The review o risk will be

embedded within the initiatives lie cycle and havea supporting process and structures to ensure thatthe appropriate levels o rigour are being applied,with evidence o interventions and changes made tomanage risks.

a

b

c

d

e


There is minimal evidence o risk management being used to any benecial eect on programmes. There may be evidenceo risks being documented but little evidence o active management.

Risk management is recognized and used on programmes, but there are inconsistent approaches which result in dierentlevels o commitment and eectiveness.

Programme risk management is based on a centrally dened process that is cognizant o the organizations policy or the

management o risks and is used consistently.

Programme risk management is working eectively, is embedded, and the value o risk management can be demonstrated.

There is evidence o opportunity management and management o risk aggregation.

Risk management is embedded in the culture o the organization and underpins all decision-making within programmes.There is evidence o continual improvement.

Question 6: Our risk management is best described by:


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Organizational GovernanceThis looks at how the delivery o initiatives is alignedto the strategic direction o the organization. It

considers how start-up and closure controls areapplied to initiatives and how alignment is maintainedduring an initiatives lie cycle. This diers rommanagement control, which views how control oinitiatives is maintained internally, as this perspectivelooks at how external actors that impact on initiativesare controlled (where possible, or mitigated i not)and used to maximize the nal result. Eectivesponsorship should enable this.

Organizational governance also looks at how arange o other organizational controls are deployedand standards achieved, including legislative and

regulatory rameworks. It also considers the levels oanalysis o stakeholder engagement and how theirrequirements are actored into the design and deliveryo outputs and outcomes.

a

b

c

d

e


Some inormal governance o programmes may exist but with undened links to projects and/or broader organizationalcontrols. Roles are unlikely to be ormally dened.

Programme management rom an organizational perspective is beginning to take shape but with ad hoc controls and noclear strategic control. Roles and responsibilities will be inconsistent, as will reporting lines.

Centrally dened organizational controls are applied consistently to all programmes, with decision-making structures in placeand linked to organizational governance.

There will be clearly aligned programme decision-making processes that adopt and integrate with broader organizational

governance and which are transparent to those involved. Programme management responsibilities are embedded withinbroader role descriptions.

The governance arrangements or programmes are a core aspect o organizational control, with demonstrable reporting

lines to Executive Board level and with clear ownership and control responsibilities embedded within the organization.There is evidence o continual improvement.

Question 7: We deliver organizational governance by:


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Resource ManagementResource management covers management o alltypes o resources required or delivery. These include

human resources, buildings, equipment, supplies,inormation, tools and supporting teams. A keyelement o resource management is the process oracquiring resources and how supply chains are utilizedto maximize eective use o resources. There will beevidence o capacity planning and prioritization toenable eective resource management. This will alsoinclude perormance management and exploitationo opportunities or greater utilization. Resourcecapacity considerations will be extended to thecapacity o the operational groups to resourcethe implications o change.

a

b

c

d

e


There is some recognition within the organization o the need to manage resources eectively to enable successul delivery

o programmes, but little evidence o resource acquisition, planning or management.

Resources are being deployed across the organization and individual programmes have an approach to resource acquisition,planning or management. However there is little evidence o consistency o approach.

The organization has a centrally dened and adopted set o procedures and management processes or acquiring, planningand managing programme resources.

Resource management or programmes is considered at a strategic level within the organization. There is evidence o

resource capacity management, through capacity planning, in order to meet programme delivery needs.

Resources are deployed optimally. There is clear evidence o load balancing and the eective use o both internal and

external resources across all programmes. There is evidence o continual improvement.

Question 8: Our resource management is best described by:


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a

b

c

d

e


Recognize programmes and run them dierently rom projects. (Programmes may be running inormally with no standard

processes or tracking system).

Ensure that each programme is run with its own processes and procedures to a minimum specied standard. (There may belimited consistency or coordination between programmes).

Have its own centrally controlled programme processes and individual programmes can fex within these processes to suitthe particular programme.

Obtain and retain specic measurements on its programme management perormance and run a quality management

organization to better predict uture perormance.

Undertake continuous process improvement with proactive problem and technology management or programmes in order

to improve its ability to depict perormance over time and optimize processes.

Question 9: Does the organization:


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There are a number o possible answer permutationsto the nine sel-assessment questions presentedabove; the answer prole being dependent uponthe assessment scope and approach being adoptedby the organization.

The matrix presented below may acilitate in thecollation o results or your sel-assessment.

P3M3 Model Answers

a b c d e

1

2

3

4

5

6

7

8

9

Question

Our organization canbe best characterizedas having:

Our managementcontrol is bestdescribed by

Our benetsmanagement isbest described by:

Our nancialmanagement is bestdescribed by:

Our risk managementis best described by:

Our approach tostakeholder managementis best described by:

We deliver organizationalgovernance by:

Our resource

management is bestdescribed by:

Does the organization:

Focus

Maturity

Programme

Programme

Programme

Programme

Programme

Programme

Programme

Programme

ResultingLevel

P3M3 Model Answers


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Sel-Evaluation TipsQuestion 1 is a general question relating to thelevel to which the processes have been dened and

established within the organization. Higher levelso process maturity being demonstrated throughthe extent to which the processes are quantitativelymanaged and whether such management inormationis used to optimize the processes.

I the overall judgement is that the model answer (a)best characterizes the current process maturity, thenthe organization would appear to have immatureprocesses and only partial awareness o the threePs. This means, in management terms, that theorganization may occasionally deliver individualinitiatives that produce excellent results; however,

managers are likely to be working reactively, ocusingon solving immediate issues, rather than proactively.Schedules and budgets are likely to be exceededbecause o a lack o sound estimating techniques.I deadlines are imposed, the quality o deliverablesis likely to be compromised in order to meet theschedule. For example, verication and validationactivities, including reviews, may be skimped on, i aninitiative alls behind schedule.

I the overall judgement is that the model answer (b),(c), (d) or (e) best characterizes the current processmaturity, then this is indicative o maturing processes,

as shown below:

(b) Level 2 - repeatable process

(c) Level 3 - dened process

(d) Level 4 - managed process

(e) Level 5 - optimized process

Levels 3 - 5 are representative o a matureorganization that has an organization-wide ability ormanaging initiatives based on standardized, denedmanagement processes. These processes can betailored to meet specic organizational needs and are

increasingly likely to be updated whenever necessarywith improvements developed and implementedin accordance with a sound business case anddevelopment plan.

At the higher Levels o maturity (Levels 4 and 5), theorganization will have the knowledge and quantitativeinormation against which to review perormance andevaluate schedules and budgets, ensuring that theseare realistic and achievable.

Answers to Questions 2-8 can be collated on thematrix above. The number o answers will dependupon the scope o the assessment i.e. whether

portolio and/or programme and/or projectmanagement has been included, and also the numbero perspectives that are being considered.

It should be noted that the Level being attainedor each Perspective and within each model (PM3,PgM3, and PjM3) may be dierent, as shown in thediagram, below. Answers that are mainly (a) or aparticular Perspective represent Level 1, through tomainly (e) representing Level 5. Level 1 is the lowestlevel o maturity and this basic awareness o theimportance o a particular perspective is built upon inan incremental ashion as depicted in the P3M3 model

answer specication.


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The answer to Question 9, provides an overallorganizational capability maturity evaluationor Portolio and/or Programme and/or ProjectManagement. I all o the Perspectives have beenassessed within a particular model (PM3, PgM3,PjM3) then the capability maturity evaluation is likelyto be a mean average o the maturity across the sevenperspectives. For example, the above assessment oProject Management resulted in the ollowing Levelscores: 3,2,3,2,4,3,4. The mean average or the seriesis 3 and thereore the overall project managementcapability maturity evaluation would be Level 3.

However, do remember that the sel-assessmentis subject to a degree o optimism bias and thata acilitated assessment may result in a Level 2evaluation, although should not be any lower,i the sel-assessment has been conducted properly.

A urther cross-check is recommended with the resultrom Question 1. I question 1 results in a Level that islower than Question 9, then it is likely that there is ahigh degree o variation in the maturity or dierentPerspectives. Under these circumstances, the overallcapability maturity evaluation should refect the lowerLevel score.

Example Assessment o Process Perspectives

ManagementControl

Level 1

Level 2

Level 3

BenetsManagement

Level 1

Level 2

FinancialManagement

Level 1

Level 2

Level 3

StakeholderEngagement

Level 1

Level 2

RiskManagement

Level 1

Level 2

Level 3

Level 4

OrganizationalGovernance

Level 1

Level 2

Level 3

ResourceManagement

Level 1

Level 2

Level 3

Level 4


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The sel-assessment has enabled the organization togain an overall view o its Maturity Level or Portolioand/or Programme and/or Project Management.Process capability across seven perspectives applicableto all o the models (PM3, PgM3, and PjM3) will alsohave been obtained and can be used to prole thecurrent strengths and weaknesses.

In interpreting the results, it is recommended thatthe detailed Attributes within the P3M3 model ora particular Level and Perspective are reviewed toveriy the accuracy o the sel-assessment. I the

organization wants to use the sel-assessment resultsas the basis o an improvement initiative, then theassessment provides a valuable snapshot o where theorganization stands currently.

The next step is to consider where the organizationwishes to be positioned in uture. It should berecognized that the optimal level may not be Level5 across all Perspectives or all three models, andbusiness needs in terms o the optimal level operormance, the business case or any processimprovement initiative and what the organizationeels able to achieve and sustain needs to be

considered.

Should improvement in capability with regard tocertain perspectives be deemed necessary, then inplanning an improvement initiative, the detailedAttributes or the next level above the currentassessed level should be reviewed and become anintegral part o the improvement plans.

I the organization requires urther assistance or aormal review, additional inormation can be ound atwww.p3m3-ocialsite.com. Further inormation andassistance on using P3M3, including details o ormal

reviews and consultancy services, can also be oundvia the ocial P3M3 website.

Next Steps


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Management Control

Benets Management

Financial Management

Stakeholder Engagement

Risk Management

Organisational Governance

Resource Management

PortolioManagement

Level

ProgrammeManagement

Level

ProjectManagement

Level

Summary Table


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CP0253

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About OGCThe Oce o Government

Commerce is an independentoce o HM Treasury.

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in the United Kingdom andother countries.

OGC Service DeskOGC customers can contact

the central OGC Service Deskabout all aspects oOGC business.

The Service Desk will alsochannel queries to the

appropriate second-linesupport. We look orwardto hearing rom you.

You can contact the ServiceDesk 8am 6pm Monday

to Friday:

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Documents

P3M3 Self Assess Programme